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INFORMATION CAN BE USE OFF OF THIS TO ASSIST WITH THE PAPER
• Name
• Research Paradigm: Post-Positivist
• How Diversity and Inclusivity Influence Productivity
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Concepts
Concept 1: It is no longer tenable to ignore diversity and inclusivity’s impact on the workplace (Kundu & Mor, 2017). A diverse and inclusive workforce can enhance sustainable advantage by promoting performance and innovation.
Concept 2: Aim: The primary aim of this discourse is to explore diversity, inclusion and competitive advantage or productivity in the workplace (Shore, Cleveland, & Sanchez, 2018).
Concept 3: Relevance: The investigation on the above topic is essential to inform diversity and inclusive management in the workplace (Kundu & Mor, 2017). In this investigation, the managers will get evidence on the significance of embracing and managing diversity or inclusion (Guillaume et al., 2017).
Concept 4: Hypothesis: Diversity and inclusivity improve organizational performance (Ali & Konrad, 2017).
Theories
Diversity and inclusivity theories explain how a diverse and inclusive workforce is either harmful or beneficial to an organization.
Theory 1: Cognitive diversity model: It is a theory that hypothesizes that multiple perspectives and viewpoints from a culturally diverse team lead to innovation and creative decision-making or problem-solving (Opentextbc.ca, n.d.).
Theory 2: Similarity-attraction theory: A model posits that individual preferences for interaction with similar counterparts can hurt diversity or inclusivity’s effect on performance (Opentextbc.ca, n.d.).
Theory 3: Social cognitive paradigm: It is a model that holds that diversity may hurt performance (Opentextbc.ca, n.d.). This paradigm argues that people simplify and cope with overwhelming information by categorization, allowing individuals to compartmentalize information easily (Opentextbc.ca, n.d.). For example, categorizing people based on their age or ethnicity activates the automatic processing of the beliefs and perceptions about a particular group.
Theory 4: Schema theory: It is a model that explains how people encode perspectives about their counterparts based on demographic profiles, including age, sex, ethnicity, gender, religion, and sexuality (Opentextbc.ca, n.d.).
Actors
Actor 1: Managers: A manager is a major actor in this researcher because they are central in inclusivity and diversity management. In this paper, managers may serve as critical respondents by providing details on diversity management and their perception of its role in an organization.
Actor 2: Employees: They are major actors and respondents in this paper that may provide their perspectives on the role of inclusivity and diversity in their organizations. Employees may provide critical information on the benefits or setbacks of diversity in an organization.
Actor 3: Public: The public encompasses the community members. In the investigation, the public may give their perceptions on diversity management, informing whether diversity is useful or harmful to an organization.
Actor 4: Customers: The clients are major stakeholders who may view the importance of effective diversity or inclusivity management in the organizations.
Constructs
Construct 1: Role of diversity and inclusivity on performance improvement. It is the primary construct whereby the researcher investigates performance outcomes of the workplace diversity or inclusivity.
Construct 2: How the managers could effectively manage diversity in the organizations: The researcher will explore the success factors in managing diversity or inclusion in this construct.
Construct 3: The barriers to successful diversity management: The researcher will explore the major impediments undermining workplace diversity and inclusivity.
Construct 4: Recommendations on effective workplace diversity management: In this construct, the researcher investigates practical recommendations they could implement for effective workplace diversity management.
Summary
The critical benefits, including revenue growth, production improvement, and staff engagement of an inclusive and diverse team, should inform companies to invest in diversity. In addition, organizations could maximize their competitive status in the market by investing in diversity and inclusivity.
Conclusion
Organizations should focus on building a diverse and inclusive workforce to improve sustainable advantage. Conclusively, diversity and inclusivity are critical for organizations to improve competitiveness and increase their sustainable advantage.